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CONFLICT RESOLUTION. CONFLICT. Conflict. Conflict : A condition that exists anytime two or more people disagree. Interpersonal conflict is unavoidable, but we can learn to manage it. Conflict.

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CONFLICT RESOLUTION

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Sources of Conflict • Conflict exists whenever incompatible activities occur. • Conflicts may originate from a number of different sources, including: • Differences in information, beliefs, values, interests, or desires. • A scarcity of some resource. • Rivalries in which one person or group competes with another.

Undesirability of Conflict • Conflicts are often hard to keep under control once they have begun. • There is a definite trend toward escalation and polarization. • Once conflict escalates to a point at which it is no longer under control, it almost always yields negative results.

Dealing with Conflict in the Workplace The Value of Conflict Conflict is destructive when it: • Diverts energy from more important issues and tasks. • Deepens differences in values. • Polarizes groups so that cooperation is reduced. • Destroys the morale of people or reinforces poor self-concepts.

Dealing with Conflict in the Workplace The Value of Conflict Conflict is constructive when it: • Opens up issues of importance, resulting in issue clarification. • Helps build cohesiveness as people learn more about each other. • Causes reassessment by allowing for examination of procedures or actions. • Increases individual involvement.

Constructive Criticism • If you do it, yes, follow some good rules: private, timely, descriptive, etc. • It’s rare that there is a work related problem that can be unilaterally corrected by one person

Constructive Criticism • Performance & Motivational problems are often systemic, related to the organization’s management systems, leadership & communication practices. • Thus, feedback most often should be two way.

Conflict Styles • Accommodate: Yield, go along with the other person’s way of behaving. Your needs are still not met. • Avoid: Both parties continue to do things their own way and don’t discuss the problem • Leave: End the relationship • Vent: Discuss with friends but do nothing about the problem directly with the person or persons involved with you.

Conflict Styles • Demand Change: Attempt to change the other person by insisting that he or she change his/her attitudes/behaviour. 6.Request Change: Attempt to change the other person by asserting your needs and requesting the other person to change to accommodate your needs.

Conflict Styles • Negotiate Change: Attempt to create change through negotiations in which you explore your mutual needs and attempt to find a mutually satisfying solution or at least one that is a better compromise than the present situation. • Self-Change: Change your own attitudes or behaviour to ensure that your needs met. This means that the other person is not asked to change anything about his/her attitudes/behaviour.

History Lessons Honeymoon Question: Where is the conflict? Pinch Point? Or Crunch Point? Pinch Point Crunch Point

History Lessons • Pinch point problems • are easier to attend to when they occur • People avoid confronting pinch points for various reasons • Crunch point problems • are multiple & complex • are more difficult to work out • are often emotionally loaded • are often sparked by verbal fighting • Parties have to decide • which problems they will work on • in what order

History Questions • How do you stop yourself from catching problems at the ‘pinch point’? • In your present relationships, how many pinches have you been saving up? • Do you have a small or large Grievance Museum?

History Questions • Do you ever ‘explode?’ If so, how well does it work? • When someone explodes at you, what’s your reaction?

Inferences • Might be right or wrong • You can infer positive or negative intent/motives • + Bill’s late because he’s got a job and family and he did his best to be prepared for the meeting. • - Bill’s late because he doesn’t really like being assigned team work and he doesn’t mind letting people down.

What’s the Issue? • The issue might be: • Bill being late • Bill not preparing his part of the case • Bill not caring about the people in the team • If the inference is wrong, the the conflict issue has gone from a simple behaviour [lateness] to a larger ethical/moral issue. • It’s easier to resolve a lateness behaviour than a ‘not caring’ attitude.

Becoming More Assertive • If shyness is a problem, practice low-key social/business contacts. • Practice being decisive (start small!) and saying NO. • Talk about problems BEFORE you are furious or resentful. • Try to deal with one problem at a time.